填空题An insurance company wanting the most secure, steady investment for its premiums.

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填空题{{B}}PART ONE{{/B}}{{B}}How to approach Reading Test Part One{{/B}}· In this part of the Reading Test you match eight statements with five short texts.· First read each short text and then read the sentences to see which ones refer to the text.· Make sure you read each text for overall meaning. Do not choose an answer just because you can see the same words in the text,· Look at the statements below and at the five extracts from a text about corporate ownership of planes on the opposite page.· Which extract (A, B, C, D or E) does each statement 1 - 8 refer to?· For each sentence 1 - 8, mark one letter (A, B, C, D or E) on your Answer Sheet.· You will need to use some of these letters more than once. {{B}}A{{/B}} Regular European business travellers view travelling on commercial airlines as inefficient and inconvenient~ Mostly it is not the airlines' fault but the infrastructure they have to work with. Private aircraft are being bought primarily not to save money on tickets but to save time. Scheduled flights in Europe cover only 10 per cent of the destinations available. Delays, more likely than not in European travel these days, waste precious time. The number of hours top executives with huge salaries waste has a direct impact on cost-effectiveness.{{B}}B{{/B}} The gradual completion of Europe's single market means that more and more executives are crisscrossing Europe looking for business. With European domestic air fares extremely high, a corporate jet looks more attractive for executives flying three or four times a month. Even some of Europe's smaller companies are investigating it. However, the larger European airports operate priority regulations which govern slot allocation for take-off and create delays; airlines have first priority, chartered flights come second, air taxis third and business jets are fourth on the list. Smaller airports pose problems of access and a risk of inadequate ground handling.{{B}}C{{/B}} Most businesses will not discuss their corporate aircraft or even reveal whether the already high-earning chief executive has an aircraft, for fear of shareholder reaction. There is still some stigma attached to ownership of a business jet. With new planes costing anything from $5 million upwards plus extra comforts in the interior, many companies feel they can't justify the expense to shareholders and employees. For some European managers a private jet is seen as an unacceptable perk indicating serious problems in a company's management.{{B}}D{{/B}} The market for private aircraft divides into two sectors: the no-expense-spared rich man's plaything - the popular image - and the serious business tool owned by corporations. Manufacturers deliver the former as what is called a 'green' aircraft - a plane that is unfinished except for a green corrosive-resistant paint which covers the bare metal. Owners personalise the plane with telephones, dining areas and even cinemas. The latter sector is very different and planes are normally bought with straightforward seating.{{B}}E{{/B}} Fractional ownership of aircraft has opened up the market, as the low acquisition costs and predictable monthly fees are more palatable to shareholders, and to first-time buyers. Some of the biggest names in the business jet industry have launched their own fractional ownership schemes. Several smaller companies are also getting in on the act and are trying to beat the larger companies down the runway by offering cheaper prices. Yet critics claim that fractional ownership is untested and faces the customer with a wide range of liabilities.

填空题Connect the ideas in this report with a linking phrase from the box. (Some phrases are not needed.) on the whole due to although however in conclusion since indeed consequently Thirdly, there is the Giordano Centre in York. {{U}} {{U}} 17 {{/U}} {{/U}}we didn't have a lot of time to visit, what we saw impressed us. There are quite a few suitable hotels in the area, all within easy walking distance of the conference centre. {{U}} {{U}} 18 {{/U}} {{/U}}, they are reasonably priced {{U}} {{U}} 19 {{/U}} {{/U}}, bookings would have to be made early, {{U}} {{U}} 20 {{/U}} {{/U}}demand for rooms rises quite dramatically in the summer season. {{U}} {{U}} 21 {{/U}} {{/U}}, this seems to be the case with all the venues under consideration, so an early decision is recommended.

填空题We want consignment returned, before we give you a refund. Could ______

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填空题criterion. Each item is under unconditionally guaranteed for 6 months.

填空题procedures of shipment, the shipping documents, etc. In order to be fulfill

填空题a bull

填空题{{B}}PART ONE{{/B}} {{B}} THE DEVELOPMENT OF MANSHEE{{/B}}1. The speaker had a problem finding .................... for his computer.2. Initially, the speaker bought from ..................... businesses.3. Four years after its launch, Manshee's ...................... was ￡6 m.4. The company grew rapidly without having ......................5. The main factor in the company's decisions was the current month's ..................6. ............................... fell as a result of competition.7. Manshee's consultants work mostly with ........................8. The consultants made Manshee's directors put their future ................ in order of priority.9. The directors first focused on .................... and financial goals.10. What the speaker feels was particularly valuable was the .................. of the consultants' advice.11. Manshee classifies its customers on the basis of their .........................12. The most successful division is the one working with the ................. sector.

填空题{{B}}How to approach Reading Test Part Six{{/B}}· This part of the Reading Test tests your ability to identify additional or unnecessary words in a text.· Most lines contain one extra word that makes the sentence incorrect.· Read the whole text quickly to find out what it is about. As you read, try to identify the words that are incorrect.· Then read the text again, and write down the extra words. Remember there will be only one extra word in a line, and some lines are correct.· Read the article below about a chain of cafes.· In most lines there is one unnecessary word. It is either grammatically incorrect or does not fit in with the sense of the text. Some lines are correct.· For each numbered line 41 - 52, find the unnecessary word and then write the word in CAPITAL LETTERS on your Answer Sheet. {{B}}Hard times for caf6 chain{{/B}} It has been a terrible year for cafe operator called Dawkin. Less than 12 months ago it took over the Cafeza chain, with its 16 sites, but it is rumoured41. that half of those are yet to be closed in the next few months, because of falling42. turnover. What's more, the company is still recovering from the sudden43. resignation of its Managing Director in April. While Dawkin operates 84 cafes,44. and had plans to reach up 150 by the end of next year. This is looking less and45. less achievable, given that the company's poor financial position and limits on46. its short-term debt facilities. Worst of all news, perhaps, Dawkin has just47. announced that its rival Highway has built it up a shareholding of just over 5%,48. redoubling speculation that Dawkin's days as an independent operator are being49. numbered. Roughly equal in size, the two have long been competing for the50. number five slot in the overcrowded caf6 market. There are now rumours of a51. deal between the two, which would provide them complementary coverage,52. Dawkin being strong in London and other big cities, and unlike Highway concentrating its efforts outside the major population centres.

填空题 Introducing T-shaped management Despite their best efforts, most companies continue to squander what may be their greatest asset in today's knowledge economy. I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations. This seems a great shame, because capitalising on those intellectual resources - using existing knowledge to improve performance or combining strands of knowledge to create something altogether new - can help companies respond to a surprising array of challenges, from fending off smaller, nimbler rivals to integrating businesses that have been forced together in a merger. (9) I suggest another approach, one that requires managers to change their behaviour and the way they spend their time. The approach is novel but, when properly implemented, quite powerful. I call it T-shaped management. T-shaped management relies on a new kind of executive, one who breaks out of the traditional corporate hierarchy to share knowledge freely across the organisation (the horizontal part of the T) while remaining fiercely committed to individual business unit performance (the vertical part). (10) Although this tension is most acute for heads of business units, any T- shaped manager with operating unit obligations must wrestle with it. You might ask, why rely so heavily on managers to share knowledge? Why not just institute a state-of-the-art knowledge management system? The trouble is that those systems are best at transferring explicit knowledge; for example, the template needed to perform a complicated but routine task. (11) In fact, this implicit knowledge sharing is crucial to the success of innovation-driven companies. Furthermore, merely moving documents around can never engender the degree of collaboration that is needed to generate new insights. (12) Effective T-shaped managers will benefit companies of almost any size, but they're particularly crucial in large corporations where operating units have been granted considerable autonomy. Although giving business units greater freedom generally increases accountability and spurs innovation, it can also lead to competition between units, which may hoard, rather than share, expertise. (13) So, how do you successfully cultivate T-shaped managers and capitalise on the value they can create? Energy giant BP Amoco provides some provocative answers. My in-depth examination of their management practices highlighted five specific types of value that T-shaped managers can generate. (14) It is important to follow these, because the benefits of T-shaped management will not be realised if the concept is poorly implemented. Senior executives must put in place mechanisms that simultaneously promote and discipline managers' knowledge-sharing activities. A However, direct personal contact is more typically needed to effectively transfer the kind of knowledge that must be creatively applied to particular business problems or opportunities.B For that, companies really have to bring people together to brainstorm.C Many companies have tried, with mixed success, to leverage this underused asset by centralising knowledge management functions or by investing heavily in knowledge management technology.D The entire history of the T-shaped manager is one of evolution, a process that continues to this day.E The successful T-shaped manager must learn to live with, and ultimately thrive within, the stress created by this dual responsibility.F By encouraging collaboration, a T-shaped management system can be a powerful counterbalance to such negative behaviour.G Their experience also suggests guidelines for creating an environment in which T-shaped managers will flourish.H I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations.

填空题Expert Systems in the Workplace Science fiction writers have long imagined computers with humanlike intelligence, machines that actually think (31) themselves. Well, they're here, and they're called expert systems. If you've (32) for a loan or a credit card recently or even had a can of Campbell's soup, you may already have benefited (33) them. Like many computer programs, expert systems function primarily by going through hundreds of "if... then" (34) doing the kinds of simple "thinking" that we use to run our lives. But expert systems tackle questions more sophisticated than "Should I get up now?" They help American Express decide whether to issue someone a credit card and they enable Hewlett- Packard to find flaws in faulty disk drivers in 30 seconds (35) than in days. They also help make scores of decisions at Digital Equipment Corp., ranging from how shifts in demand will affect production and inventory, to which accessories a customer will need with a mainframe order. Computer can do all this (36) they are programmed with facts about their subject and with rules that human experts use to make decisions based on those facts. These facts and rules make up the system's "knowledge base, " (37) is, ideally, similar to the heedful of experiences and information that a human expert carries around. In fact, that's (38) knowledge bases come from. A "knowledge engineer" endlessly questions human experts, trying to determine the facts and rules that the human uses to make a decision. The engineer then programs the computer's knowledge base to mimic the human's. If all goes well, the computer becomes the novice (39) best friend, helping the employee make difficult decisions (40) calling in the boss or waiting until the technician is free.

填空题exploitation. In the mid-nineteenth century, Karl Marx who proposed a radical alternative:

填空题Sale Contact

填空题Please be advised ______